Decisions: The Ultimate Artifact of Leadership
A leader’s decision is the most valuable artifact they can contribute on behalf of the team. Shared thoughtfully, it can make or break a team’s success. As leaders, we should be deeply invested in the process of producing these decisions—not just in the outcomes but in how we arrive at them and communicate them.
One of the greatest responsibilities and honours, you have as a leader is making decisions. At some point in your career, you’ve proven a track record of good decisions, coupled with the ability to quickly course-correct and learn from the not-so-good ones. This earned you the trust of your organization, granting you more say in the critical paths, major projects, and strategic initiatives that shape its future.
But decision-making isn’t simply about choosing outcomes. It’s a process that deserves careful attention and structure, especially as the choices multiply. Let’s break down decision-making into practical steps: What types of decisions are there? Which frameworks or mental patterns can help us with each? And how much time, effort, or data should we invest in each type? These questions matter because, as leaders, we’re faced with a relentless stream of decisions, big and small, every day.
Reversible vs. Irreversible Decisions
The first key distinction is between reversible and difficult-to-reverse decisions. This question sets the foundation for how you approach any choice. For reversible decisions, you can afford more flexibility, encouraging swift progress and embracing an iterative approach. If the decision turns out wrong, you can pivot with minimal cost.
However, if the decision has lasting implications, you need to take a more deliberate approach. Gather insights, consult your team, and carefully consider long-term consequences. Remember, though, that even high-stakes decisions should not linger unnecessarily, as indecision can harm progress and morale.
Assessing Urgency and Timing
Next, assess the urgency: Is an immediate decision necessary, or does waiting serve as a strategic move? In many cases, waiting can yield new insights that make the path forward clearer. Yet, there are situations where acting quickly brings greater advantages, helping you maintain momentum and prevent the team from getting bogged down in analysis paralysis. Striking this balance is essential—moving too fast may result in oversights, while moving too slow could mean missed opportunities.
Importance and Downstream Impact
The simplest starting point in decision analysis is determining the level of importance and downstream impact. For minor, inconsequential items, a quick, instinctual choice might suffice. But if the decision involves irreversible steps or a significant investment of resources, take a pause. Again, ask yourself if more data might emerge or needs to be sought, or if you already have everything you’re ever going to get. Lingering too long can become a bottleneck, fostering procrastination and preventing your team from taking bold, decisive action.
When Your Team is Split
Often, you’ll encounter situations where your team is divided, with strong opinions on both sides. When no natural consensus emerges, the role of the leader is to step in and make the call with clarity and confidence. To do so effectively, communicate openly about the information you’ve gathered, and walk your team through your thought process.
In these cases, the specific choice you make often matters less than the transparency you show in weighing all sides and explaining your rationale. A team doesn’t need unanimous agreement to thrive. It simply needs clarity, a sense of direction, and the trust that open communication was respected throughout the process. In practice, it’s often healthier for teams to embrace a “test-and-learn” mindset rather than rigid, top-down directives.
The Collective Weight of Decisions
Ultimately, a team’s success hinges on the cumulative impact of its decisions. Focusing on the process of decision-making—not just the decisions themselves—is crucial. A decision by a leader, when shared transparently, becomes a valuable artifact for the team’s success. Obsessing over this process refining this as you primary craft as a leader can be the defining factor that shapes a team’s trajectory.
So far, we’ve explored some foundational considerations for making thoughtful choices. In future posts, I’ll dive into various methods and techniques to enhance team decision-making. From basic pro-con lists and weighted matrices to creative approaches like Six Thinking Hats, these tools can help teams stay organized, objective, and collaborative, minimizing ego-driven pitfalls along the way.
Until then, remember: your decisions shape not only your future but the entire team’s trajectory. Embrace the process, foster clarity, and build a foundation for intentional progress with each choice you make together.
